Maintenance Effectiveness Survey

Transcription

1 Maintenance Effectiveness Survey

2 Introduction The purpose of a Maintenance Effectiveness Survey is to determine where the maintenance organization's strengths are to leverage improvements and identify areas of opportunity to correct. It provides a view of the structure, relationships, processes and people relative to good maintenance practices. It is the first step in a maintenance systems improvement process. How to Use This Tool This survey addresses questions in five key maintenance areas; resource management, information management, preventative maintenance and equipment technology, planning and scheduling, and maintenance support. In order to maximize the power of this tool you should carefully consider the following items;. Make 6 copies of pages -6 and select 8 representatives from each of the following groups to complete the instrument; maintenance (salaried and hourly), production (salaried and hourly), and office.. Establish a procedure to distribute, complete, and collect the surveys. In order to collect accurate and unbasised data you will need to ensure the surveys are completed anonymously and those participating understand the procedures put in place to protect their identities. We recommend placing the surveys in plain brown envelopes marked Maintenance Surveys, distributing the surveys to the participants and place collection boxes in their areas for their return. Agree upon a schedule for the surveys distribution, return, analysis and interpretation. The survey instruments take about 0-0 minutes to complete.. Using page 7, summarize all survey totals. While this page gives an indication of overall results, the scores to closely examine are those which represents trends (either high or low) in specific areas. Path Forward A Maintenance Effectiveness Survey is the first step on the path to overall maintenance systems improvement. By establishing a picture of where your organization currently is, you will be able to move forward in an efficient and effective manner. T H E M O D E L Benchmark Database Assessm ent (PRIMeVAL) Analysis Feedback Recom m en ded Pra ctices Be sure to share the results of the Maintenance Effectiveness Survey with those who took the time to contribute their thoughts and comments. Education Action Planning Training Systems Development PRoactive Integrated M aintenance 999 Marshall Institute, Inc Page

3 Plant Check one: Maint. Prod. Other MAINTENANCE EFFECTIVENESS SURVEY Please read each statement carefully and circle to what extent this applies to your organization. If you are unsure or do not feel the statement applies, leave the response blank. Resource Management. Do you feel maintenance is staffed to do its job?. Does the overall structure of the maintenance organization seem to be logical and helpful in accomplishing the work?. Does the organization help to remove barriers maintenance craftspeople encounter in their jobs that they have no control over, which prevents them from doing a good job? 4. Does management encourage maintenance to meet the needs of production? 5. Does management encourage production to help maintenance in doing its job? 6. Are cross-functional (production and maintenance) teams used to identify and resolve issues that affect both departments? 7. Does management encourage maintenance craftspeople and production operators to work together on issues? 8. Have craftsmen received training to help them do their jobs? 9. Are maintenance craftspeople in your plant properly skilled to do their jobs? 0. Are maintenance craftspeople in your plant properly motivated to do the best possible job?. Do maintenance craftspeople follow safety policies and procedures?. Does management follow-up and review housekeeping with craftspeople? 999 Marshall Institute, Inc Page

4 Information Management. Does your organization use a computerized system for maintenance activities (CMMS)? 4. Is every piece of equipment tagged with an equipment or asset number? 5. Does your organization update its computerized maintenance system? 6. Have craftspeople been trained to use the CMMS? 7. Does your organization maintain accurate history records on equipment? 8. Are maintenance stores computerized? 9. Are management decisions made from the CMMS reports? 0. Does your organization track its total maintenance expenditures and costs?. Does your organization track machine downtime as a measure of efficiency?. Does your maintenance organization compare itself (benchmarking) against other maintenance organizations to see how well it is operating?. Is the time craftsmen spend on jobs tracked and recorded? 4. Does maintenance management use industry ratios as measures for comparison? 999 Marshall Institute, Inc Page

5 Preventive Maintenance and Equipment Technology 5. Does your organization use work orders for PM activities? 6. Does maintenance periodically review PMs for accuracy, revision, increase/decrease, training needs, etc.? 7. Does your organization use craftspeople dedicated solely to PM? 8. Do operators help with minor PMs such as cleaning, lubricating, adjusting and inspecting? 9. Does your organization use Predictive Maintenance (PdM), i.e., vibration, oil analysis, infrared or thermal technology, ultrasonics, or optical or laser alignment? 0. Does your organization track PM and PdM costs?. Does production allow maintenance to access the equipment for scheduled PMs?. Does the organization try to prevent breakdowns and failures from recurring?. Are production operators and maintenance craftspeople involved in equipment selection decisions? 4. Are the people responsible for operating new equipment trained well? 5. Are the people responsible for servicing and maintaining new equipment trained well? 6. Does your organization track how much it costs (Life Cycle Cost) to maintain equipment? 999 Marshall Institute, Inc Page 4

6 Planning and Scheduling 7. Are priorities set for maintenance job tasks? 8. Does your organization use work orders for maintenance work activities? 9. Is the system of how maintenance work orders are requested, planned and estimated effective? 40. Does your organization control overtime? 4. Does your organization record information from a work order into equipment history? 4. Are maintenance craftspeople assigned to job tasks based on their specialized knowledge and abilities? 4. Are non-emergency jobs well-planned before work begins? 44. Does your organization use maintenance planners to plan and prepare scheduled maintenance work such as major repairs and shutdowns? 45. Does your organization use contractors to handle excessive workloads and specialized skill applications? 46. If you have planners, do they prepare a job plan before a job is scheduled to begin? 47. If you have planners, do they prepare jobs by kitting, pre-picking and staging parts for the craftspeople? 48. Are shutdowns and major repairs planned in advance? 999 Marshall Institute, Inc Page 5

7 Maintenance Support 49. Are inventory parts available when needed? 50. Is the storeroom closed and secured on all shifts? 5. Are turn over ratios used for storeroom control? 5. Are daily receipts and issue levels monitored for counts and value? 5. Are all inventory items accounted for, i.e., price, lead time? 54. Are yearly maintenance goals and objectives shared with maintenance craftspeople? 55. Are maintenance craftspeople involved in setting and meeting goals and objectives for the department? 56. Is quality workmanship an important objective? 57. Does this organization have a real interest in employee welfare and satisfaction? 58. Is good performance recognized and rewarded? 59. Does good job performance lead to job security in this organization? 60. Is it likely that poor performance will lead to termination? Category Resource Management Information Management Preventive Maintenance and Equipment Technology Planning and Scheduling Maintenance Support TOTAL Points 999 Marshall Institute, Inc Page 6

8 Summarize the Results Calculate the average values for each of the five categories and enter their point values below. The ranges shown give you an indication of your overall rating. Questions you should consider when analyzing your results;. Does one group have higher overall / category ratings than the others? If so, what do you think has caused that?. Are there any items or categories that are consistently ranked low (or high) across all groups?. What ratings surprised you and why? Category Resource Management Information Management Preventive Maintenance and Equipment Technology Planning and Scheduling Maintenance Support TOTAL Points Ranges World Class best in practice Very good, effective operations 9-0 Above average performance 9-0 Average performance Below average performance many opportunities for improvement Assistance From Marshall Institute Call Marshall Institute at for details about the following services Compile surveys, analyze data and generate report to 50 surveys $500 describing results 50 to 00 surveys $000 Building upon the analyzed data, one of our maintenance $ consultants will produce a written commentary and specific depending on improvement recommendations scope of project ProactiveIntergrated Maintenance (PRIMEval tm ) Improvement Plan Call for pricing 999 Marshall Institute, Inc Page 7